Q: When, how, and why did Stewardship Consulting get started?
A: Stewardship Consulting was founded in 1998 with a very specific purpose: to help family businesses avoid preventable breakdowns during moments of transition.
The firm began after my father witnessed the sudden and untimely death of a family business founder. With no succession plan, governance structure, or shared understanding in place, the responsibility for the business fell to 12 children who were entirely unprepared to navigate ownership, leadership, and decision-making together. What followed was confusion, conflict, and long-term damage—both to the business and to family relationships.
That experience became a defining example of what not to do. It also reflects a broader reality in family enterprise: only about 10–15% of family businesses successfully make it to the third generation. Most don’t fail because the business isn’t viable—they struggle because families aren’t prepared for transition.
Stewardship Consulting was created to help families do this work before a crisis forces it.
Q: Stewardship Consulting is itself a family business. How does that shape your work?
A: Stewardship Consulting is a family business, and that lived experience shapes everything we do. We understand firsthand the complexity of working across generations—the blurred lines between family and business, the weight of expectations, and the challenge of balancing professionalism with personal relationships.
Because of that, our work emphasizes trust, confidentiality, and clarity. We know that family dynamics don’t show up neatly on an org chart, and that governance conversations are often emotional as well as strategic. Our role is to help families slow things down, create shared understanding, and build structures that allow both the business and the family to thrive.
Q: Why are family-owned businesses so important in today’s economy?
A: Family-owned businesses are the backbone of the global economy. Research from organizations such as EY, Deloitte, KPMG, and UBS consistently shows that roughly two-thirds of all businesses worldwide are family-owned, and they contribute a significant share of global GDP and employment.
These businesses are often deeply rooted in their communities, think in longer time horizons, and prioritize continuity over short-term gains. In today’s rapidly evolving economic landscape—marked by uncertainty, technological change, and generational shifts—the stability and values-driven leadership of family businesses are becoming increasingly important.
Helping these businesses remain healthy across generations isn’t just a family issue; it’s an economic one.
Q: What does Stewardship Consulting do, and who do you work with?
A: Stewardship Consulting advises family-owned businesses and leadership teams on succession, governance, and decision-making. While financial performance matters, our work focuses on the non-financial capitals that ultimately determine longevity—human capital, social capital, and shared values.
We work with founders, next-generation leaders, and families navigating growth, role changes, or succession. A recurring theme is helping families clearly distinguish between roles—owner, employee, and shareholder—so expectations are aligned and professionalism is preserved.
Q: What’s one memorable thing you hope readers take away from this spotlight?
A: Most people assume the hardest part of a family business is building it. In reality, the hardest part is passing it on well.
Family businesses don’t usually fail dramatically. They fade quietly—through unclear roles, avoided conversations, and assumptions that “we’ll figure it out later.” The families who last are the ones who prepare early and talk openly.
Q: What have you gained from being part of the Sammamish Chamber of Commerce?
A: A genuine sense of community. The Sammamish Chamber brings together business owners who value relationships, trust, and long-term contribution. That emphasis on connection and shared responsibility closely mirrors how we think about stewardship in family enterprises.
Q: What would you like the Sammamish community to know about Stewardship Consulting?
A: We work best with business owners and families who want clarity before conflict. Whether a family is preparing the next generation, redefining roles, or navigating growth, our focus is helping people think clearly together—so decisions are intentional rather than reactive.
Q: Anything else the community should know?
A: Most family businesses don’t fail because of bad intentions. They struggle because no one taught them how to manage complexity across generations. Our work is about helping families beat the odds—protecting both the business and the relationships behind it—so what they’ve built can truly last.
